A brief introduction. Intelligence-led led crime reduction. Intelligence. Intelligence

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A brief introduction Dr Jerry Ratcliffe Temple University Philadelphia www.jratcliffe.

1 A brief introduction Dr Jerry Ratcliffe Temple University Philadelphia 11 years Metropolitan Police BSc and PhD University of Nottingham School of Policing Studies, NSW Police College Academic Coordinator Australia s National Strategic Course Senior Research Analyst Australian Institute of Criminology Dept of Criminal Justice Temple University -led led crime reduction -led led crime reduction People Tools Skills Techniques? POP? ILP? Who are the targets? Where are the problems?

2 -led led crime reduction -led led crime reduction Who are the decision-makers? Are products disseminated to the right people? Who have the real power for long-term crime prevention? Who can spend money? Who can influence policy? Who can enforce that policy? UK Criminal Strategy Group (Working Group 3) said: Analysts should not simply provide management with statistics and colourful charts but a real understanding of criminal activity and the direction in tackling it. Crime mapping and interpretation Crime mapping and interpretation Now in a data-rich environment Digital data used to be rare Now it is rare for agencies not to collect data electronically But we have only added collection items Now in a data-rich environment Crime and Disorder Reduction Partnerships -led policing fusion centers

3 More convoluted More convoluted More urgent More urgent More complicated More complicated Less honest? Less honest = more mistakes? Do these things actually reduce crime? Is this driving shorter-term thinking? Knee-jerk crime reduction? Things can be done quicker

4 Can you explain how a kernel density surface is created? Taken a cartography course? Do we understand how our decision-makers think? IACP Training Catalogue 2004 IACP Training Catalogue 2004 Program category Quality Leadership Number of courses offered 5 Only one of 68 courses is dedicated to crime prevention Community Involvement Management and Supervision 8 12 Three courses address crime reduction in specific situations Crisis Management Force Management and Integrity Issues Staffing, Personnel and Legal Issues Total training days : 16 days SWAT training and management: 48 days Patrol Operations and Tactical Responses 13 Investigations 10

5 Essential components We should realise that Three components for predictive work: An identifiable decision-making system A will to think ahead in both intelligence and decision-making A will to apply the results in both intelligence and decision-making The products of intelligence work are objectifications, whose status is dependent upon how they are understood and reacted to in police organizations, rather than any quality intrinsically inherent in them. Neil Quarmby (2004) Futures work in strategic criminal intelligence In Ratcliffe [Ed] Strategic Thinking in Criminal, Federation Press Innes, Fielding and Cope (2005) The appliance of science?: The theory and practice of crime intelligence analysis, British Journal of Criminology, 45(1), p. 54. We should realise that The 3-i 3 i model in New Zealand Crime mapping products are what we make of them s are not necessarily trained to understand them Analysts have a duty to convey the information/analysis/intelligence in a manner that best suits the decision-makers Because you never know what they will do with it

6 Data entry problems abound Training? No requirement for officers to enter data While modus operandi and stolen property are recorded, nobody has time to analyze the stuff (OIC district intel office) Cooperation, sharing, direction? My biggest problem is direction I get none from intel at District HQ. No new ideas. It feels isolated here. (Area intel officer) I ve had no training and have had to train myself. If I left it would take a month to get someone up to speed. (Area intel officer) Those that had undergone the old training found the goalposts had moved The previous analysts course was not relevant to high volume tactical analysis at the district level. (analyst) Most intel goes to patrol officers District commanders Line-ups [for uniform officers] take place in the intelligence office. We do the section briefs. It works well. (intel manager) But are the troops the real decision-makers? Service from the troops is slowly improving but still poor. There is a lack of responsibility. It is better to go through the supervisor to get accountability (analyst) Number of intel staff that named the district commander as a decision-maker? 0 Number of district commanders that named the district commander as a decision-maker? 0

7 As one strategic analyst said: Don t cops know how to stop crime? I want to attend management meetings, be consulted more, be trusted more, be more involved. My intelligence officer often gets frustrated with shift commanders. He is powerless without my support. (Area commander) We have a real blockage with some leaders, such as the Sergeants in the teams and sections. (analyst) What sort of leaders are in your workplace? What are district priorities? Here there is a risk and performance manager, and a performance analyst. We haven t done tactical intelligence; we have done performance appraisal work (analyst) Tactical intelligence is for my sub-commanders. I receive risk and performance statistical indicators. Any new intelligence should go to the teams and not me. District Commander

8 What sort of leaders are in your workplace? [Area] Controllers have no idea what intel do. New Zealand Police Inspector Do these things actually reduce crime? So what to do? They certainly raise expectations Make good maps Resist the desire to chase every new quicker and better toy Help decision-makers understand: most of them don t know what you know Be the best analyst and crime mapper you can be, and learn the whole business of crime reduction Understand that decision-makers like shiny toys

9 Dr Jerry Ratcliffe Temple University Philadelphia

Strategic Thinking In Criminal Intelligence By Jerry Ratcliffe

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